Team Leadership And Hrm

Front 1

Groups vs Teams Group

Back 1

Group:​Any collection of people who: - Interact with one another - Are psychologicallyaware of one another - Perceive themselves to be a group

Team:​A collection of people with: - A clear understanding of the teams objectives - Arange of skills - A range of team member types - Mutual respect and trust - Rewarded onteam basis

Front 2

Phases that teams go through according to Tuckman's model.

Back 2

Forming, Storming, Norming, Performing and Adjourning.

Front 3

Forming

Back 3

Phase 1, Tuckman's model. The members start interact and try to work out what is expected from them. Excitement is mixed with fear and uncertainty.

Front 4

Storming

Back 4

Phase 2, Tuckman's model. Conflicts occurs and members start questioning decisions and challenging authority.

Front 5

Norming

Back 5

Phase 3, Tuckman's model. The group finds a way of resolving conflicts and begin to emerges as cohesive unit, members start co-operating with one another.

Front 6

Performing

Back 6

Phase 4, Tuckman's model. Confidence growth both individually and with other members of the group as they work towards a common goal.

Front 7

Adjourning

Back 7

Phase 5, Tuckman's model. The work is completed. This is the phase of the teams termination.

Front 8

The capability to adapt effectively to new cultural contexts.

Back 8

Cultural intelligence

Front 9

Social loafing

Back 9

A person exerting less effort to achieve a goal when they work in a group than when they work alone.

Front 10

Free riding

Back 10

One or a few members of the team work harder and some if working less. This can make the ones working hard to start working less.

Front 11

Indirect discrimination vs direct discrimination

Back 11

A policy that is the same for everyone but a disadvantage for a specific group of people.

A group of people is treated different than other persons in the same situation.

Front 12

How does trust affect the types of conflicts in teams?

Back 12

Strong trust -> task/cognitive conflict

Weak trust -> relationship/affective conflicts

Front 13

HRM strategy with focus on innovation

Back 13

Increasing independency, co-ordination between team members, long-term focus, reward is not necessarily on generated market value but internal value and possibly lower salaries with a part in organizational profit instead. Maintain a high level of creativity and motivation.

Front 14

HRM strategy with focus on cost reduction

Back 14

The tasks are repetitive and the focus is more short term and rewards are more result based. Rather narrow career paths, specialization is encouraged and not much effort in learning and development.

Front 15

HRM strategy with focus on quality

Back 15

Mix between innovation and cost reduction. Tasks can get repetitive and the focus on rewards rather result and short term oriented. The employees would likely be allowed to have more influence on decision making, have more job security and there would be more focus on learning and development than in cost reduction.

Front 16

Groupthink

Back 16

When team members focus so much on reaching unanimous decisions that it affects rational thinking. Counteract by having someone play the devils advocate have them write down ideas beforehand.

Front 17

Abilne paradox

Back 17

When team members go for what they think the group wants to avoid conflict. Counteract by having practices so everyone gets their say, increase identifiability and responsibility, write down ideas beforehand.

Front 18

Group polarization

Back 18

When group opinions are mire extreme than the opinions of individuals in the team. Counteract by increasing responsibility and identifiability (so individual opinions can be identified), have someone playing the devils advocate.

Front 19

Economic value driven change (Theory E)

Back 19

Focus on maximizing value with a top down approach, programmatic planning, extrinsic rewards and the use of expert consultants to guide the process.

Front 20

Organizational capability driven change (Theory O)

Back 20

Focus on developing know-how by empowering employees and creating a culture instead of programmatic planning. This theory focuses on instinct rewards and has process support for consultation.

Front 21

Lewins 3-step model for organizational change

Back 21

Unfreeze: Dissatisfaction is created with the current situation and benefits of change noticed.

Move: Changes are made towards the structure that seemed to have more benefits.

Refreeze: The new structure is enforces and put in place. rewards for taking up new behaviors tp speed up the process could be used.

Front 22

Classical/bureaucratic career vs new career

Back 22

Classical/bureaucratic career: The employee is seen as a standard that has to follow rules and generate procedures. It is about having classic career paths.

New career: The challenges of the individuals are seen, striving for results, learning landscape, to grasp the opportunities offered the market.

Front 23

Advantages and challenges with diversity in teams.

Back 23

Advantages: Increase in team performance, increased and larger talent pool, increase in heterogeneousness in the team -> better decision making for the team.

Challenges: A great balance, a trade off because to much diversity can lead to conflicts and discussions and can also bring to solos tokens that will not feel fully integrated in the team.

Front 24

Psychological safety

Back 24

Referes to the externt that people fell that the can raise issues and questions without fear of being put down. Trust.

Front 25

Belbins team roles

Back 25

Implementer: practical organizer within the team

Resource Investigator: cheerful, extroverted person with lots of contacts within and outside the team

Plant is the creative thinker of the team.

Monitor is sensible, thoughtful and critical

Shaper is driven, passionate and willful.

Coordinator is the natural coordinator of the team.

Completer Finisher has the talent to always feel what could go wrong.

Teamworker is the most sensitive member of the team, helpful, accommodating and focused on creating a pleasant atmosphere and sense of togetherness.

Specialist is an immeasurable source of knowledge in his/her field.

Front 26

Contingency – the matching model

Back 26

The matching model is closely allied with the ‘hard’ interpretation of HRM

● Selection of the most suitable people to meet business needs.

● Performance in the pursuit of business objectives.

● Appraisal, monitoring performance and providing feedback to the organisation and itsemployees.

● Rewards for appropriate performance.

● Development of the skills and knowledge required to meet business objectives.

Front 27

Universalism – more is better

Back 27

● Employment security

● Sophisticated selection

● Teamworking and decentralisation

● High wages linked to organizational performance

● Extensive training

● Narrow status differentials

● Communication and involvement.

Front 28

4 main approaches sto SRM

Back 28

● the classical or rational-planning approach

● the evolutionary approach

● the processual approach

● the systemic approach.

Front 29

The classical or rational-planning approach

Back 29

The key stages of the strategy-making process emphasise a comprehensive analysis ofthe external and internal environments, which then enables an organisation to evaluate andchoose from a range of strategic choices that, in turn, allows for plans to be made to imple-ment the strategy. With this approach, profitability is assumed to be the only goal of businessand the rational-planning approach is the means to achieve it.

Front 30

Evolutionary approach

Back 30

An alternative view of the strategy-making process is the evolutionary approach. This sug-gests that strategy is made through an informal evolutionary process which relies less upontop managers to plan and act rationally and more upon the markets to secure profit maxi-misation.

Front 31

Processual approach

Back 31

This approach recognises theinherent rivalries and conflicting goals present within organisations and the impact this canhave on strategy implementation. In practice, strategy formation tends to be fragmented, evolu-tionary and largely intuitive. His ‘logical incrementalist’ view, therefore, while acknowledg-ing the value of the rational–analytical approach, identified the need to take account of thepsychological, political and behavioural relationships that influence and contribute to strat-egy.

Front 32

Systemic approach

Back 32

This approach suggests that strategy is shaped by the social system within which itoperates. Strategic choices, therefore, are shaped by the cultural and institutional interests of abroader society.

Front 33

Best fit vs best practice

Back 33

●The best-fit model emphasizes that HR strategies and organizational strategies must be aligned. In other words, it is important to make sure the HR strategies are suitable in different circumstances along with the culture and operational process as well.

●The Best-practice model claims that certain bundles of HR activities exist which universally support companies in reaching a competitive advantage regardless of the organizational setting or industry.